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Sam Goodman

"The HOP Nerd"

Human and Organizational Performance


About Sam

human and organizational performance
Human & Organizational Performance (HOP)

Sam Goodman is an experienced Human & Organizational Performance consultant,  speaker, and author. He is known for his expertise in transforming safety and challenging traditional approaches to safety within organizations. Sam Goodman has worked in various industries, including healthcare, oil and gas, construction, power generation, manufacturing, and more, help them to operationalize Human & Organizational Performance.

As a sought-after speaker, Sam Goodman delivers engaging presentations and workshops on Human & Organizational Performance, safety leadership, culture, and innovation. He is known for his ability to connect with audiences and inspire them.

In addition to his consulting and speaking engagements, Sam Goodman is the author of "10 Ideas to Make Safety Suck Less," a book that provides practical strategies to operationalize Human & Organizational Performance. The book has garnered positive reviews for its straightforward style, practical advice, and humor.

Sam Goodman is passionate about transforming organizations through Human & Organizational Performance and believes in the power of engaging employees at all levels to drive meaningful change. Through his work, speaking engagements, and writing, he continues to make a significant impact in the field of Human & Organizational Performance, empowering organizations to revolutionize their approaches to the safety of work (and practically everything else) through Human & Organizational Performance.  

Human & Organizational Performance (HOP)
Human & Organizational Performance
Human & Organizational Performance
Human and Organizational Performance

Ready to bring Human and Organizational Performance to life in your organization?

What is Human and Organizational Performance? 

Human and Organizational Performance is a fundamental shift in how we view people.  It is the move away from viewing people as problems to be managed, and the shift towards viewing people as problem solvers.  While there are several other vital bits and pieces, Human and Organizational Performance is about starting from a place of trust, embracing the human element of our work worlds, understanding that people show up to work to do a good job, and constantly and deliberately learning from those that do the actual work. 


The 5 Principles of Human and Organizational Performance (Conklin, 2019)


1.         Error is Normal

2.         Blame Fixes Nothing

3.         Learning is Vital

4.         Context Drives Behavior

5.         How You Respond Matters


In our traditional approaches to the safety of work (and most other things for that matter) we often have started from a position of distrusting our fellow humans; we have viewed people as the source of problems and pain within our organizations.  People have been viewed as the last great problem to fix, as the last step between us and safety utopia.  We have viewed people as the problem to fix, and we seek to fix problems.  We have built systems of distrust constructed of endless rules, ones that are policed via mechanisms of constant surveillance, oversight, and harsh punishment for wrongdoers.  We have tried and tried to comply and punish our way to safety excellence, but it has failed us time and time again.


Not only has our distrust of our fellow humans been a driving force for our mediocre (at best) approaches to the safety of work, but it has also been a harmful negative that has inflicted unnecessary pain and suffering upon those that diligently serve our organizations.  This distrust of our fellow humans, and this desire to punish those “untrustworthy” and “uncaring” humans that we believe to be causal of our problems has led us away from safety, not closer to it.  It has left our workforces fearful and untrusting, devoid of the ability to be honest with the organization and unable to tell “real deal” stories about how work normally occurs, and it has left our organizations blind to vital information and learnings.            


The principles and concepts of Human and Organizational Performance moves us away from these misguided and harmful beliefs.  Rather than viewing people as the problem and attempting to cure our work worlds of events and problems by seeking to cure people of their humanity, HOP teaches us to embrace our fellow humans, to defer to their expertise, to learn from them, to seek to understand, and to understand that their “know-how” and knowledge is vital to the success of our organizations.  Human and Organizational Performance teaches us that error is normal, that no one chooses to make a mistake, that blame fixes nothings, and that blaming only moves us away from the so needed learnings we require to improve.


Human and Organizational Performance is a fundamental shift in how we view people – people are problem solvers, and we must create systems of trust so that they can do just that.                    

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